The effect of job satisfaction and moonlighting intentions with mediating and moderating effects of commitment and HR practices an empirical study

Moonlighting, the practice of holding a second job concurrently with a primary employment, has gained prominence, especially during the COVID-19 pandemic and the rise of remote work. This phenomenon presents a complex interplay of factors influencing employee behavior and organizational dynamics. This study aims to empirically investigate the multifaceted relationship between job satisfaction and moonlighting intentions, considering the mediating role of organizational commitment and economic intentions, and the moderating impact of human resource practices. The context is the IT-enabled services industry in Hyderabad, a major hub for this sector in India. Understanding this relationship is crucial for organizations to develop effective strategies for employee retention, performance management, and policy formulation related to moonlighting. The study's findings offer valuable insights for both employers and employees in navigating this increasingly prevalent work practice. The study’s importance lies in understanding the nuances of employee motivations and how organizations can shape their HR practices to address the challenges and opportunities presented by moonlighting.

Existing literature explores various reasons for moonlighting, including financial needs (Rispel et al., 2014), career advancement (George & George, 2022), personal fulfillment (Bell & Roach, 1998), and job dissatisfaction (Raffel & Groff, 1990). Studies have shown both positive (e.g., increased skills, income) and negative (e.g., burnout, conflicts of interest) consequences of moonlighting (Baldwin Jr. & Daugherty, 2002; Sussman, 1998). Previous research has investigated the link between job satisfaction and moonlighting intentions, with organizational commitment frequently identified as a mediator (Seema et al., 2021; Sai Manogna & Swamy, 2023). However, the role of economic intentions and the moderating influence of human resource practices remain less explored. This gap underscores the need for this research which will investigate the complex interplay of these factors in shaping moonlighting intentions within the context of the IT sector.

This empirical study employed a quantitative approach using a survey questionnaire distributed to 800 IT-enabled industry employees in Hyderabad. 311 valid responses were obtained and analyzed. The questionnaire comprised established scales adapted and modified for this study to measure five constructs: job satisfaction (Huddleston & Good, 1999), organizational commitment (Mowday et al., 1979), human resource practices (Puja Khatri & Khushboo, 2014; Demo et al., 2012), economic intentions (Jehan et al., 2021, adapted), and moonlighting intentions (Seema & Sachdeva, 2020, adapted). Reliability analysis (Cronbach's alpha, composite reliability) and factor analysis (EFA) were conducted using IBM SPSS Statistics version 29. Structural Equation Modeling (SEM) was performed using IBM AMOS version 28 to test the hypotheses, examining direct and indirect effects. Mediation analysis (Preacher & Hayes, 2008) was used to assess the mediating roles of organizational commitment and economic intentions. Moderation analysis was conducted to assess the moderating effect of human resource practices. Common method bias was checked using Harman's single factor test and a latent common method factor. The sample size was determined using Cochran's formula (1977) and Gaskin’s formula (2020), resulting in 385 and 155 respectively. The study used 311 responses, which is higher than the minimum requirement for SEM analysis.

The SEM analysis yielded a good model fit (CMIN/DF = 2.268, CFI = 0.941, IFI = 0.939, TLI = 0.935, NFI = 0.921, RMSEA = 0.048, SRMR = 0.049). The results supported the following hypotheses: * H1: Job satisfaction positively and significantly influences organizational commitment (β = 0.346, p < 0.001). * H2: Organizational commitment negatively and significantly influences moonlighting intentions (β = -0.117, p < 0.05). * H3: Job satisfaction positively and significantly influences moonlighting intentions (β = 0.741, p < 0.001). * H6: Organizational commitment partially mediates the relationship between job satisfaction and moonlighting intentions (β = -0.039, p < 0.05). * H8: Human resource practices positively and significantly moderate the relationship between job satisfaction and moonlighting intentions (β = 0.306, p < 0.01). Hypotheses H4, H5, and H7 (related to the mediating role of economic intentions) were not supported. The squared multiple correlation for moonlighting intentions was 0.50, indicating that job satisfaction and organizational commitment account for 50% of the variance in moonlighting intentions. Common method bias was assessed and found to be insignificant. Slope analysis revealed that the positive association between job satisfaction and moonlighting intentions is stronger when HR practices are employee-friendly.

The findings highlight the significant influence of job satisfaction on moonlighting intentions, mediated by organizational commitment. Higher job satisfaction leads to greater organizational commitment, which, in turn, reduces the likelihood of moonlighting. The moderating effect of HR practices suggests that organizations can mitigate moonlighting intentions by creating a supportive and employee-centric work environment. The lack of support for the mediating role of economic intentions might indicate that factors beyond financial needs play a more dominant role in influencing moonlighting decisions within this specific context. This study contributes to the understanding of employee moonlighting by providing empirical evidence of the mediating and moderating effects of relevant factors. The results offer valuable insights into the complexities of employee motivation and the importance of organizational commitment and HR practices in shaping employee behavior.

This study provides empirical evidence of the complex relationship between job satisfaction and moonlighting intentions in the IT sector. Organizational commitment plays a crucial mediating role, while supportive HR practices moderate this relationship. Economic intentions, however, do not significantly mediate the relationship. Future research could explore the longitudinal aspect of this relationship and investigate other contextual factors influencing moonlighting. Developing HR policies that foster organizational commitment and provide a positive work environment could be crucial in managing employee moonlighting.

This study's limitations include its cross-sectional nature, focus on a specific geographical location and industry (IT in Hyderabad, India), and reliance on self-reported data through questionnaires. The sample size, while exceeding the minimum requirement for SEM, might not fully represent the diversity of the IT workforce. The generalizability of findings to other industries and contexts may be limited. Future research should address these limitations by employing longitudinal designs, broader sampling strategies, and potentially incorporating qualitative data to gain a more comprehensive understanding of moonlighting behavior.